Re - think hospitality and finally put all hotel reports in the Garbage Bin!
Your budget for this year, the predictions your revenue manager made, the additions from your corporate office, the remarks of your CEO, the wisdom of your owners included, the profit / loss statement and the accounts payable and better - receivable reports have all landed in the garbage! And that is good!
Long time ago I wrote about the extensive administration that just distracts us from the guest, separates us from our staff and tries to regulate our life's by rules on paper! - ignoring humans - our core business - totally! Rules which we successfully don’t follow, can’t follow - but have to pretent to do so! How we manage - how we deal with employees is what we need to re think. Every HR tells you that you need to be flexible and ready for change and challenges but the HR themselves hasn't moved or changed or showed flexibility in the last 40 years. They want to hire race dogs while lying around like a dead dinosaur.
Corporate Rebels had an interesting article about radical management Theory Y by Townsend and many great suggestions. I start with my favorite in regards to monthly reports:
"Or any other time-consuming report imposed on the troops by 'top' management. It's a joke because it consumes ten pounds of energy to produce each ounce of misunderstanding.”
"Keep your expense accounts honest. Even if others are cheating openly... The typical response of a Theory X company to this game is to hire more people to write regulations and check the resulting paperwork. This costs more than the cheating, which, of course doesn't stop - it just gets more inventive.
The real solutions: repeal the regulations, fire the checkers, and start to build a Theory Y company.”
"The effective ones are the one-man shows ( what I always believed and preached). The institutional ones are disastrous. They waste time, cost money, demoralize and distract your best people, and don't solve problems.
They are people who borrow your watch to tell you what time it is and then walk off with it.
Don't use them under any circumstances. Not even to keep your stockholders and directors quiet. It isn't worth it.”
"Yes, fire the whole purchasing department.
They cost ten dollars in zeal for every dollar they save through purchasing acumen. The company will benefit from having each department dealing in the free market outside instead of being victimized by internal socialism.”
"To convert a corporate liability into an asset overnight, fire the recruiters and put together a group of the most active, enthusiastic and successful people at work in your company, at all levels. Make them the campus recruiters. Their job: to be honest, not to sell or persuade.
The young prospects will spot the difference. Your man, who is on top of a job that he believes in, will be worth 40 personnel-department zombies who improvise answers and deal in images.
"Generally speaking, the fewer the better. Both as to the number of meetings and the number of participants.
Some meetings should be long and leisurely. Some should be mercifully brief. A good way to handle the latter is to hold the meeting with everybody standing up. The meetees won't believe you at first. They get very uncomfortable and can hardly wait to get the meeting over with."
Reserved parking spaces
"If you're so bloody important, you better be first one in the office. Besides, you'll meet a nice class of people in the employees' parking lot.”
"Secrecy is totally bad. It defeats the crusade for justice, which doesn't flourish in the dark.
Secrecy implies either: (1) What I'm doing is so horrible I don't dare to tell you, or (2) I don't trust you (any more).”
(Radical Management Tips From The 60s: McGregor & Townsend by Joost - Corporate Rebels August 2020)
Author: Stephan Busch, Academic Director at the State University for the Humanities Moscow RGGU, Faculty of Tourism & Hospitality and the Swiss International University earned his Master Certificate in Hospitality Management from Cornell University, USA. He has a diverse experience in launching operations, business development and service training- for hotel and cruise companies in Asia, Europe, Canada and Russia.